ROLE-003 · GROWTH · 2026

Growth Hacker

Own revenue-facing distribution, funnel design, and compounding growth loops around Gordon and the General Liquidity thesis.

Type[ Full-time ]·Discipline[ GROWTH ]

The role

This is not a brand marketing role and it is not a social-clout role. Early-stage growth is deceptively simple: get more of the right users, turn them into retained customers, and make the system compound. In practice, it is one of the hardest jobs in the company because it sits at the intersection of product, distribution, analytics, narrative, and relentless execution. We want someone who knows that traffic is not growth, views are not growth, waitlists are not growth, and pipeline is not growth unless it turns into real usage and real revenue. The best version of this role thinks like a product person, writes like an operator, measures like an analyst, and builds distribution systems with the rigor of an engineer. A lot of the work is unglamorous but high leverage: instrumenting funnels, building owned channels, fixing activation leaks, writing conversion copy, testing offers, tightening onboarding, and figuring out whether the real constraint is acquisition, activation, retention, monetization, or product truth. If you only like the top-of-funnel story of growth, this role is not for you. If you like turning weak motion into measurable compounding systems, it is.

What You'll Build

A measurable growth system from first impression to signup, activation, repeat usage, referral, and revenue, with clean visibility into where the real leaks are.
Owned distribution channels around Gordon and the General Liquidity thesis: email, lifecycle messaging, landing pages, lead capture, audience segmentation, and conversion paths that compound over time.
Growth loops that connect research, essays, product updates, market insights, and operator workflows to user acquisition and retained engagement rather than one-off attention spikes.
Acquisition experiments across content, community surfaces, partnerships, outbound, search, social distribution, and product-led entry points.
Activation and monetization improvements inside the product itself: onboarding, first-use flows, prompts, pricing surfaces, lifecycle messaging, and other moments where product quality and growth quality are the same problem.
Narrative and positioning systems that make dense financial and technical work legible enough to spread without flattening it into generic startup noise.
Instrumentation, dashboards, and experiment workflows that let the company reason from real conversion numbers instead of vibes.
A tighter feedback loop between users, market response, product behavior, and what we choose to ship next.

How We Think

Growth is not a bag of hacks. It is a discipline of understanding what users want, where the funnel or loop breaks, and what to change next.
The best growth people are product people. If the product does not create or communicate real value, no amount of distribution cleverness will save it for long.
Everything is downstream of the ideal customer profile. If the target user is fuzzy, the channels, messaging, onboarding, and monetization logic will usually be fuzzy too.
We care about compounding systems more than short-term sugar highs. A good loop beats a flashy campaign.
Vanity is not growth. Fame is not growth. Views are not growth. Growth means more of the right users doing the right things repeatedly, with revenue and retention moving in the right direction.
Owned channels matter disproportionately. Audiences you can reach directly, especially email and product-native surfaces, are strategic assets rather than rented attention.
Narrative is load-bearing. The story users hear before touching the product shapes activation, trust, and what they think the product is for.
Product-channel fit matters. The strongest products naturally fit one or more acquisition surfaces such as search, collaboration, referrals, shareable outputs, or highly targeted outbound.
We want a north star metric that reflects users reaching true product value, not just a pile of disconnected top-of-funnel numbers.
Boring profitable work beats glamorous nonsense. We would rather build a repeatable funnel that quietly works than chase attention that does not convert.
Growth is both qualitative and quantitative. You need numbers, but you also need user understanding, market feel, and strong judgment about what the numbers actually mean.
Product, channel, and monetization cannot be treated as separate silos. The strongest growth systems align the three.
Community is not automatically a growth channel. It only becomes valuable if the right users can learn from each other and if the product or surrounding system gives them something worth sharing.
Volume matters. Sample size matters. If you do not touch enough surface area, you will not learn fast enough.
We use funnels to understand local leaks and loops to understand compounding behavior. Both matter.
The job is not just to bring in more people. It is to help the company understand how it grows.

How You Work

You know your numbers cold. You can reverse-engineer a revenue goal into conversion targets, channel volume, and the specific lever that matters most this week.
You are comfortable running many experiments in parallel, but you do not confuse activity with progress. You close loops and learn aggressively.
You can move from hypothesis to copy to landing page to experiment to analysis quickly without waiting for a large supporting cast.
You are willing to do repetitive, manual, unsexy work when it is the fastest path to signal. Scale comes after truth, not before it.
You can write. Not ornamental brand copy, but clear positioning, conversion copy, lifecycle messages, outbound hooks, and operator-grade explanations of why something matters.
You use automation and AI fluently for research, variation generation, CRM operations, segmentation, and workflow speedups, but you do not outsource judgment to them.
You talk to users, prospects, and the market directly. You do not try to run growth from dashboards alone.
You can tell the difference between an acquisition problem, an activation problem, a retention problem, and a product problem, and you do not treat them as interchangeable.
You are self-directed enough to identify the next bottleneck, propose the next experiment set, and justify the sequencing without needing constant management.
You are comfortable working across copy, spreadsheets, analytics, product telemetry, CRM tooling, distribution channels, and light automation in one week.
You understand that good growth often means fixing the product, changing the framing, or tightening the offer rather than just buying more traffic.
You prefer systems that get stronger with reuse. Templates, sequences, automations, loops, and repeatable playbooks are part of how you think.

Requirements

Clear evidence that you have helped grow something real from a low base to meaningful usage, customers, or revenue. We care more about the slope and the quality of your thinking than the logo.
Strong analytical discipline. You should be comfortable with funnel math, cohort thinking, experimentation, attribution tradeoffs, and working from real conversion data.
Ability to define and refine an ideal customer profile from actual user behavior, retention, willingness to pay, and market feedback rather than vague personas.
Strong product intuition. The best candidates can look at a funnel, a workflow, or a user journey and identify whether the real problem is audience, promise, onboarding, trust, retention, or monetization.
Strong writing and positioning ability across essays, landing pages, lifecycle email, social posts, outbound messaging, and product copy.
Comfort with modern growth tooling: analytics, CRM or lifecycle systems, testing, basic automation, spreadsheets, and whatever lightweight scripting is needed to move quickly.
Evidence that you can build owned channels, not just rent third-party reach.
A bias toward execution. You should be able to describe concrete experiments you ran, the numbers involved, what changed, and what happened next.
Comfort working across product, distribution, and narrative instead of sitting inside one narrow marketing lane.
Good judgment around channel fit. You should understand that different products grow through different mechanisms, and that copying tactics without context is usually a losing move.
A low tolerance for vanity metrics and vague success criteria. You should care deeply about what converts, what retains, and what pays.
Comfort in early-stage ambiguity where the answer is rarely a fully formed playbook and often a sequence of tests that reveals the playbook.
Ideally some technical fluency as well. You do not need to be a software engineer, but you should not be blocked by tools, data, or simple workflow automation.

Example Problems

We have strong ideas, strong product direction, and weak user growth. Figure out whether the real bottleneck is positioning, audience reach, onboarding, product value, or all four, then fix it in the right order.
Use product behavior, survey data, and revenue evidence to sharpen our ICP until it is specific enough to drive channels, copy, pricing, and product decisions.
Reverse-engineer the next 1,000 qualified users or the next revenue milestone from our current funnel, then build the experiment plan and operating cadence to get there.
Turn essays, market commentary, and product updates into an owned distribution system that captures interest, segments it intelligently, and converts the right people over time.
Instrument the full Gordon funnel so we can see where promising users drop, what first-use behaviors predict retention, and where growth effort is currently being wasted.
Build a lifecycle and activation system that makes the first week of product use materially stronger without turning the product into a nagging CRM machine.
Determine whether a flat growth curve is caused by lack of awareness, weak messaging, the wrong audience, poor activation, weak retention, or product-market mismatch, and produce evidence for the answer.
Design a growth loop where useful output from the product or its surrounding research creates more distribution, more trust, or more qualified user acquisition.
Determine whether community should exist at all, and if so, what niche set of best-fit users, shareable assets, and moderation model would make it compound instead of die.
Build an outreach or partnership motion for a specific user segment, make it operationally tight, and know exactly what each stage of the funnel is converting at.
Look at a campaign that got attention but did not move revenue, explain why it failed, and redirect the team toward a channel or product change that actually matters.
Identify when the next best growth move is not a campaign at all, but a sharper offer, a clearer promise, or a product change that makes distribution easier.

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Tell us why this role is the one.

Send a short note and your best evidence of the work to contact@generalliquidity.com. Every position begins with a short paid trial period.

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